Grounded theory is an inductive, theory discovery methodology that allows the researcher to develop a theoretical account of the general features of a topic while simultaneously grounding the account in empirical observations or data (Glaser & Strauss, 1967). This article explicates the utility of a grounded theory approach to research on work organizations. Following a general introduction to the grounded theory method, the authors'review of the organizational literature using grounded theory illustrates the variety of issues and topics studied through this approach. The authors describe and explain specific strategies for conducting grounded theory research in and on organizations, including note taking and note writing, concept discovery, and concept definition and preliminary elaboration of theory. Throughout the article emphasis is placed on grounded theory's ability to facilitate understanding and to identify desirable improvements in work contexts.
The loss of control associated with accidents and disasters can have severe negative consequences for the organizations involved. Some disasters are caused by inadequacies of management, or by unprofessional behaviour but others arise when disaster preconditions are generated as a result of the normal functioning of larger managerial and technical systems. During the incubation period preceding a major incident, therefore, two levels of correction need to be considered to avoid disasters. 'Sloppy management' of various kinds can be tackled by establishing, strengthening and asserting appropriate forms of management control. The system properties which constitute disaster preconditions are less immediately accessible to management control. At both levels managers in pursuit of high reliability should expect to have to make a range of trade-offs.
Qualitative social research generates large amounts of non-standard data which make analysis problematic. This discussion advocates the use of grounded theory as a way of handling these problems. The approach is illustrated, in the context of organizational research, by three cases of grounded theoretical analyses: (a) a study of face-to-face interaction in a hospital between nurses and patients' relatives; (b) a field-study based on the complex organizational interrelationships associated with small batch production manufacturing; and ( c ) a documentary-based analysis of the organizational pre-conditions of large-scale accidents. The discussion of the cases stresses the manner in which the qualitative data collected were manipulated in order to give them theoretical shape.
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